Values and Vision

Shhhh, don't tell anyone, but I admit I have had moments of great dissatisfaction in my working career. In the last few years, as I have embraced some new adventures, I have had the opportunity to examine what has worked and what hasn't since I left university . . . the first time, and the second time.

I've taught Romanian engineers to sound less Romanian and more Canadian. Okay, I tried to teach them to sound more Canadian. At that time, I had some difficulties of my own with certain Canadian vowels as I'd only been on this side of the Atlantic a few years. But I maintain that I would never have perfected them if I hadn't had to teach someone else how to produce them. After almost 30 years here, I hardly ever trip over them now.

My working career to date has not be what you'd imagine for someone with degrees in Linguistics, French and Film (soon to be joined by Foresight and Innovation). Over the years, it's touched film production, Artist-Run Centres, an Arts Council, research, internet strategy and government policy. Yeah, and cat/house sitting. I've been a sole proprietor and one of thousands of employees.

I've worked with some wonderful people, imbued with passion for humanity and their work. And I've worked with folks who are bored, angry and resentful. I've worked with folks who have found their niche and others who are still looking. Myself, I've run the gamut, from wildly passionate about my work to pulling my hair out with frustration ("no, I will not write version 27 of this bloody document until you have at least read version 15!!!")

At some point in 2006, I decided to think differently about my future work-life. I decided I wanted to shape it rather than just trip across it. Admittedly, the tripping tactic had been very successful to date, so I won't knock it, too hard. But, I'm seduced by the idea of shaping your future. In order to do that, you need to know who you are and what you want. Not such an easy task, for some.

Since I started that journey, I've met two remarkable individuals who have had rare insight into knowing yourself, your wants and desires and finding your true career passion. They've taught me to critically examine my values, my skills and experience in ways that were not immediately obvious to me. This exploration has been further supplemented by some of the discussions/readings from my leadership and strategic communications courses and on-going conversations with friends who are asking the same questions about their current work situations.

I've been thinking a bit about values. Personal values, organizational values. What are your values? The guiding principles in your life? How do they mesh with the values of your employer? I don't mean the ones your employer espouses but the actual ones you see lived in the culture of the organization. I have it under good authority that if your values and those of your organization don't correspond much, then you are likely to be less than exuberant about your work. Go figure!

Reading about Maslow's Hierarchy of Needs, it's easy to recognize that most of my friends have their basic needs. It's not enough for basic physical needs (food, shelter) to be met. To be happy and fulfilled, we the need to be self-actualized and for there to be strong correspondence between organizational and personal values. But in order to make a change . . . you've got to be fed up enough about a bunch of factors. Until that happens, change won't happen. In the leadership/change-making class on Friday, the prof showed us a formula for organizational change and I think with a modification it works for individuals too.

Formula for Change
The formula proposes that the combination of organizational dissatisfaction, vision for the future and the possibility of immediate, tactical action must be stronger than the resistance within the organization in order for meaningful change to occur.

Or in other words . . .
Formula for Change/Action
The formula proposes that the combination of dissatisfaction with the organization, (your having) a vision for the future, and the possibility of immediate, tactical action must be stronger than (your) personal levels of risk aversion in order for meaningful change to occur.

It's all relative to an individual's experience and personality. Me, I can tolerate high levels of risk. I don't even have to have a clear vision for the future. I just have to be sure that it's not like the past. In that respect, I'm an eternal optimist, I guess. I enter every new work experience with the belief that it's going to be great. After I have learned the ropes and have seen how things really work, or don't, the frustration sets in. Eventually, I need an attitude adjustment where I convince myself that I'm just not applying myself well or am losing focus (on the main prize). Finally, after much mental self flagellation, I decide that it's time to do something. Thus, while I have discovered that my "dissatisfaction with an organization" threshold is pretty low, I have a high threshold for frustration. Hmm, I guess that's true about a lot of aspects of my life.

Armed with this new insight, I have resolved to end this vicious cycle and embark on a more virtuous one. Thus from now on, I will play closer attention to an organization's culture and see how it's lived values correspond to mine. I'll also stop putting myself up for jobs I can do and focus on work I want to do.